罗宾斯《管理学》第九版题库 17

Chapter17-Leadership

True/False

AMANAGER'SDILEMMA

1.TheRossfamilydecidedtohireanexperiencedCEOtorunBobRossBuickuponthedeathofBobRoss

Sr.,thefounderofthecompany.

False(moderate)

MANAGERSVERSUSLEADERS

2.Managersandleadersarethesame.

False(easy)

3.Leadersinfluenceagrouptowardtheachievementofgoals.

True(easy)

4.Notallleadershavethecapabilitiesorskillsneededtoholdmanagerialpositions.

True(easy)

5.Leadershipisbasedonauthoritygrantedfromorganizationalposition.

False(moderate)

CONTINGENCYTHEORIESOFLEADERSHIP

6.Fiedler'scontingencymodelofleadershipstyleeffectivenessdependsontheabilityandwillingnessofthe

subordinates.

False(moderate)

7.Theleast-preferredco-workerquestionnairemeasure,whetherapersonistaskorrelationshiporiented.

True(easy)

8.Fiedlerassumedaperson'sleadershipstylewasadjustedbasedonthesituation.

False(moderate)

9.Fiedleridentifiedthreecontingencydimensions:leader-memberrelations,taskstructure,andrewardpower.

False(difficult)

10.AccordingtoFiedler'sresearch,task-orientedleaderstendedtoperformbetterinsituationsthatarevery

favorableloihemandinsituationsthatwereveryunfavorable.

False(difTicult)

11.AccordingtoFiedler'sresearch,relationship-orientedleadersseemed(operformbetterinveryunfavorable

situations.

False(moderate)

12.ReviewofthemajorstudiesundertakentotesttheoverallvalidityoftheFiedlermodelledtoagenerally

positiveconclusion.

True(moderate)

13.RobertHouse'spath-goaltheciyisanexpectancytheoryofmotivation.

False(moderate)

14.RobertHouse'ssupportiveleaderconsultswithsubordinatesandusestheirsuggestionsbeforemakinga

decision.

False(diHlcult)

15.RobertHouseassumedthatleadershipstylechangesdependingonthesituation.

True(moderate)

16.Path-goaltheoryholdsthatsubordinateswithanexternallocusofcontrolwillbemoresatisfiedwitha

directivestyle.

True(moderate)

17.VroomandYetton'sPath-GoalModelrelatedleadershipbehaviorandparticipationtodecisionmaking.

False(moderate)

18.Researchtestingtheoriginalleaderparticipationmodelwasveryencouraging.

True(moderate)

CUTTING-EDGEAPPROACHESTOLEADERSHIP

19.Acharismaticleaderislikelyseenasbeingassertive.

True(easy)

20.Peopleworkingforcharismaticleadersaremotivatedtoexertextraworkeffortbutexpresslower

satisfaction.

False(moderate)

21.Charismaticleadershipmaynotalwaysbeneededtoachievehighlevelsofemployeeperformance.

True(easy)

22.Charismaistheabilitytocreateandarticulatearealistic,credible,attractivevisionofthefutureforany

organizationororganizationalunitthatgrowsoutofandimprovesuponthepresent.

False(moderate)

23.Thekeypropertiesofavisionseemtobeinspirationalpossibilitiesthatarevaluecentered,arerealizable,

havesuperiorimagery,andarewellarticulated.

True(difHcuit)

24.Onespecificroleofteamleadershipisthatteamleadersarctroubleshooters.

True(easy)

25.Whenteamleadersassumetheroleoftroubleshooter,theyclarifyexpectationsandroles,teach,andoffer

support.

False(moderate)

26.Transactionalandtransformationalleadershipareopposingapproachestogettingthingsdone.

False(moderate)

27.Theevidencesupports(hesuperiorityoftransformationalleadershipovertransactionalleadership.

True(moderate)

CONTEMPORARYISSUESINLEADERSHIP

28.AccordingtoFrenchandRaven,legitimatepowerandauthori:yareoneinthesame.

True(moderate)

29.Credibilityisthedegreetowhichfollowersperceivesomeoneashonest,competent,andabletoinspire.

True(moderate)

MANAGINGINANE-BUSINESSWORLD

30.Accordingto“ManaginginanE-businessWorld/*leadersine-businessesseethemselvesaslong-distance

runnersandtheircontemporariesinothernone-businessesassprinters.

False(moderate)

MultipleChoice

AMANAGER'SDILEMMA

31.Accordingtothecompanyprofilein“AManager'sDilemma,“theproblemfacingBobRossBuickis

determining.

a.howtoattractmorecustomers.

b.howtoexpandthecompany.

c.ho.t.kee.eniployee.loyal.(moderate)

d.howtohiremorequalifiedemployees.

e.howtosellthebusiness.

MANAGERSVERSUSLEADERS

32.Whichof(hefollowingisNOT(rueconcerningthedifferencebetweenmanagersandleaders?

a.Managersareappointed.

b.Mrma.ineans.(easy)

c.Leadersmaybeappointed.

d.Leaderscaninfluencebeyondformalauthority.

e.Leadersmayemergefromagroup.

33.Personswhoareabletoinfluenceothersandwhopossessmanagerialauthorityaretermed

a.managers.

b.leaders,(easy)

c.organizers.

d.visionaries.

e.teammembers.

EARLYLEADERSHIPTHEORIES

34.WhichofthefollowingisNOTmentionedinthetextasoneofthethreeleadershipstylesexploredinthe

UniversityofIowastudies?

a.culturalstyle(easy)

b.autocraticstyle

c.democraticstyle

d.laissez-fairestyle

35.Whichofthefollowingdescribestheleadershipstyleinwhichaleadertendedtocentralizeauthority,

dictateworkmethods,makeunilateraldecisions,andlimitemployeeparticipation?

a.culturalstyle

b.autocraticstyle(moderate)

c.democraticstyle

d.laissez-fairestyle

36.Thestyleofleadershipdescribesaleaderwhotendstoinvolveemployeesindecision

making,delegateauthority,encourageparticipationindecidingworkmethodsandgoals,andusefeedback

asanopportunityforcoachingemployees.

a.culturalstyle

b.autocraticstyle

c.democraticstyle(moderate)

d.laissez-fairestyle

37.Whichofthefollowingdescribestheleadershipstyleinwhichtheleadergenerallygivesthegroup

completefreedomtomakedecisionsandcompletetheworkinwhateverwayitsawfit?

a.culturalstyle

b.autocraticstyle

c.democraticstyle

d.laissez-fairestyle(moderate)

38.AccordingtotheOhioStatestudies,whichof(hefollowingdimensionsofleaderbehaviorreferstothe

extenttowhichaleaderislikelytodefineandstructurehisorherroleandtherolesofgroupmembersin

thesearchforgoalattainment?

a.intelligencestructure

b.psychologicalstructure

c.initiatingstructure(easy)

d.considerationstructure

39.AccordingtotheOhioStatestudies,thedimensionofleaderbehaviorthatisdefinedastheextenttowhich

aleaderhadjobrelationshipscharacterizedbymutualtrustandrespectfbrgroupmembers'ideasand

feelingsiscalled.

a.initiation.

b.consideration,(moderate)

c.cultural.

d.physical.

CONTINGENCYTHEORIESOFLEADERSHIP

40.Whodevelopedthefirstcontingencymodelforleadership?

a.BlakeandMouton

I).Fiedler(easy)

c.Adler

d.Lewin

e.Schmidt

41.Fielder'smodelofleadershipwasthefirstmodel.

a.visionary

b.path-goal

c.team

d.empowerment

e.contingency(moderate)

42.Fiedler'sleast-preferredco-workerquestionnaireseekstomeasurewhatleadershipfactor?

a.subordinateneeds

b.leader'sstyle(moderate)

c.situation

d.subordinateco-workerinlluence

e.leadertraits

43.WhichofthefollowingisTRUEconcerningFiedler'sleast-preferredco-workerquestionnaire?

a.Leader.ar.eithe.tas.o.relationshi.oriented.(moderate)

b.Fielderassumedthatleadershipstylewascontextual.

c.Leadershipstyleisdynamicdependingonthesituation.

d.AlowLPCwouldbeatask-orientedleader.

e.AhighLPCwouldbearelationship-orientedleader.

44.Theleastpreferredco-workcrquestionnairewasdevelopedby.

a.VictorVroom

b.RobertHouse

c.FredFiedler(ditticult)

d.FrenchandRaven

e.DavidMcClelland

45.Fiedlerassumedaperson'sleadershipstylewas.

a.contingent.

b.relative.

c.dimensional.

d.fixed,(difficult)

e.teamoriented.

46.Fiedler'sdimensiontermedisthedegreeofconfidence,trust,andrespectsubordinates

hadfortheirleader.

a.leader-memberrelations(easy)

b.powerrelationship

c.taskstructure

d.authority

e.positionpower

47.Whichofthefollowingare(woofthethreekeysituationalfactorsFielderfellwereimportantin

determiningleadereffectiveness?

a.leader-memberrelations,maturityoffollowers

b.organizationalsuccess,positionpower

c.taskstructure,leader-memberrelations(moderate)

d.maturityoforganizationandsubordinates

e.organizationalageandtaskstructure

48.Fiedler'stermreferstothedegreetowhichthejobassignmentsareformalizedand

procedurized.

a.leader-memberrelations

b.powerrelationship

c.taskstructure(easy)

d.authority

e.positionpower

49.Thedegreetowhichthejobassignmentsarcformalizedandprocedurizedisthe

contingencydimensionaccordingtoFielder,

a.positionpower

b.subordinatematurity

c.taskstructure(moderate)

d.centralization

e.leader-memberrelations

50.Fiedler'stermreferstothedegreeofinfluencealeaderhasoverpower-basedactivities.

a.leader-memberrelations

b.positionpower(moderate)

c.responsibility

d.taskstructure

e.respect

51.AccordingtoFielder,inwhattypesofsituationsdotask-orientedleadersperformbest?

a.veryfavorable,veryunfavorable(moderate)

b.moderatelyfavorable,mcderalelyunfavorable

c.veryfavorable,unfavorable

d.veryunfavorable,unfavorable

e.veryfavorable,favorable

52.AccordingtoFielder,inwhattypeofsituationsdorelationship-orientedleadersperformbest?

a.veryfavorable

b.favorable

c.moderatelyfavorable(moderate)

d.unfavorable

e.veryunfavorable

53.AccordingtoFielder,thetwowaystoimproveleadershipeffectivenessaretochangethesituationtofitthe

leaderor.

a.traintheemployees.

b.chang.th.leader.(moderate)

c.traintheleader.

d.applysystematicpressure.

e.enhance(herewardsystem.

54.AccordingtoFiedler,ifagroupsituationwasratedashighlyunfavorableandwasledbyarelationship

leader,thegroup'sperformancecouldbeimprovedby.

a.restructurin.tasks.(difficult)

b.changingtheleader'sstyle.

c.retrainingfollowers.

d.empoweringemployees.

e.reducingtheleader'sauthority.

55.Overall,thevalidityoftheFiedlercontingencymodelcouldbedescribedas.

a.supportive.(moderate)

b.moderatelysupportive.

c.inconclusive.

d.unsupportive.

e.veryunsupportive.

56.Accordingtothetext,thetheoryisacontingencytheorythatfocusesonfollower's

readiness.

a.considcraliuiileadership

b.situationalleadership(moderate)

c.passiveleadership

d.activeleadership

57.Whichofthefollowingleadershipstylesdescribesaleaderwhoprovidesbothdirectiveandsupportive

behavior?

a.telling

b.selling(moderate)

c.participating

d.delegating

e.referring

58.Themainroleoftheleaderistofacilitateandcommunicateinwhichofthefollowingleadershipstyles?

a.telling

b.selling

c.participating(moderate)

d.delegating

e.referring

59.Whichofthefollowingleadershipstylesdescribesaleaderwhoprovideslittledirectionorsupport?

a.telling

b.selling

c.participating

d.delegating(moderate)

e.referring

60.WhatleadershipmodelisassociatedwithVroomandYetton?

a.contingencyleadershiptheory

b.situationalleadershiptheory

c.path-goalmodel

d.leaderparticipationmodel(easy)

e.leadercharacteristicsmodel

61.Whodevelopedpath-goaltheory?

a.Fielder

b.BlakeandMouton

c.Lewin

d.House(moderate)

e.Schmidt

62.Accordingtopath-goaltheory,aleader'sbehavioristosubordinatestothedegreethat

theyviewitasanimmediatesourceofsatisfaction.

a.motivational

b.acceptable(moderate)

c.compatible

d.transactional

e.transformational

63.Accordingtothepath-goaltheory,aleader'sbehavioristotheextenttha:itmakesthe

satisfactionofsubordinates'needscontingentoneffectiveperformanceandprovidescoachingand

guidance.

a.motivational

b.acceptable(moderate)

c.compatible

d.transactional

e.transformational

64.Accordingtopath-goaltheory,aleaderwholetssubordinatesknowwhat'sexpectedofthem,schedules

worktobedone,andgivesspecificguidanceastohowtoaccomplishtasksistermed.

a.dircctive.(modcrate)

b.achievementoriented.

c.participative.

d.supportive.

e.authoritative.

65.Accordingtopath-goaltheory,aleaderwhoisfriendlyandshowsconcernfortheneedsofsubordinatesis

termed.

a.directive.

b.achievementoriented.

c.participative.

d.supportive.(moderate)

c.authoritative.

66.Accordingtopath-goaltheory,amanagerwhoconsultswithsubordinatesandusestheirsuggestionswould

beexhibitingwhattypeofleadershipbehavior?

a.directive

b.achievementoriented

c.participative(moderate)

d.supportive

e.authoritative

67.Whichof(hefollowingisNOTaleadershipbehavioridentifiedinHouse'spath-goaltheory?

a.directiveleader

b.supportiveleader

c.participativeleader

d.transactionalleader(difficult)

e.achievement-orientedleader

68.Aleaderwhosetschallenginggoalsandexpectsveryhighperformancelevelsfromsubordinateswouldbe

classifiedaswhattypeofleader,accordingtopath-goaltheory?

a.supportive

b.participative

c.achievementoriented(moderate)

d.democratic

e.directive

69.IncontrasttoFielder'scontingencytheory.House'spath-goaltheoiyassumesleadersare.

a.trained.

b.flexible.(moderate)

c.born.

d.visionary.

e.managers.

70.Thetasksliuuluicasuboidiualcworkswithwouldbeimpoilaiilinuiidcislaiidiiigthe

variablethatmoderatestheleaderbehavior-outcomerelationship.

a.subordinate

b.leader

c.environmental(easy)

d.workgroup

c.authoritysystem

71.Inthepath-goaltheory,whichofthefbllowingisincludedintheclassofcontingencyvariablestermed

"environment"?

a.taskstructureandformalauthoritysystem(difficult)

b.locusofcontrolandexperience

c.perceivedability

d.employeesatisfaction

e.performance

72.Path-goaltheoryidentifiestwoclassesofsituationvariablesthatmoderatetheleadership-behavioroutcome

a.tactandrelationship.

b.pathandgoal.

c.peopleandhistory.

d.participationandstructure.

e.environnien.an.subordinates.(moderate)

73.Whichofthefollowingisincludedintheclassofcontingencyvariablestermed"follower"?

a.locusofcontrol(difficult)

b.performance

c.employeesatisfaction

d.formalauthoritysystem

e.taskstructure

74.Accordingtothetext,whichofthefollowingisNOTahypothesisfromthepath-goaltheory?

a.Supportiveleadershipresultsinhighemployeeperforir.anceandsatisfactionwhensubordinatesare

performingstructuredtasks.

b.Directiv.leadershi.lead.t.greate.satisfactio.whe.task.ar.hig.structure.an.weLlai.ou.tha.whe.task.a

r.ainbiguou.o.stressful.(difficult)

c.Directiveleadershipislikelytobeperceivedasredundantamongsubordinateswithhighperceived

abilityorwithconsiderableexperience.

d.Theclearerandmorebureaucratictheformalauthorityrelationships,themoreleadersshouldexhibit

supportivebehavioranddeemphasizedirectivebehavior.

e.Directiveleadershipwillleadtohigheremployeesatisfactionwhenthereissubstantiveconflictwithin

aworkgroup.

75.Whichofthefollowingisnotoneofthehypothesesthathaveevolvedfromthepath-goaltheory?

a.Supportiveleadershipresultsinhighemployeeperforrr.anceandsatisfactionwhensubordinatesare

performingstructuredtasks.

b.Directiveleadershipislikelytobeperceivedasredundantamongsubordinateswithhighlyperceived

abilityorwithconsiderableexperience.

c.Themoreclearandbureaucratictheformalauthorityrelationships,themoreleadersshouldexhibit

supportivebehavioranddeemphasizedirectivebehavior.

d.Directiveleadershipwilllead(ohigheremployeesatisfactionwhenthereissubstantiveconflictwithin

aworkgroup.

e.Subordinate.wit.a.extema.locu.o.contro.wiLb.mor.satisfie.wit..directiv.style,(difficult)

76.Accordingtothepath-goaltheory,directiveleadershipwillleadtohigheremployeesatisfactionwhenthere

iswithinaworkgroup.

a.cohesiveness

b.highstructure

c.substantialconflict(moderate)

d.internallocusofcontrol

e.avisionaryleader

77.Researchonpath-goaltheorycouldbesummarizedas.

a.negativesupport.

b.inconclusive.

c.positiv.support.(easy)

d.veryunsupportive.

c.varyingwidelyassupponivcandnonsupportive.

CUTTING-EDGEAPPROACHESTOLEADERSHIP

78.Whattypeofleadersguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifying

roleandtaskrequirements?

a.transactional(moderate)

b.charismatic

c.trait

d.transformational

e.informational

79.Whichtypeofleadersprovideindividualizedconsideration,intellectualstimulation,andpossesscharisma?

a.transactional

b.charismatic

c.trait

d.transformational(moderate)

e.informational

80.Aleader,suchasBillGatesofMicrosoft,whocaninspirefollowersabove(heirownself-interestsandcan

haveaprofoundeffectontheirperformance,areknownas.

a.transactionalleaders.

b.directiveleaders.

c.informationalleaders.

d.emotionalleaders.

e.transformationa.leaders.(difficult)

81.Whichof(hefollowingisanaccuratestatementabouttransformationalleaders?

a.Theyclarifytaskrequirements.

b.Theyfbcusontasksandpaylittleattentiontofollowers.

c.Theyarepoormotivators.

d.Theyareoppositestyleleaderscomparedtotransactionalleaders.

e.The.exhibi.mor.tha.jus.charisma.(difficult)

82.Theevidencesupportingthesuperiorityoftransformationalleadershipoverthetransactionalvarietyis

a.inconclusive.

b.moderatelysupportive.

c.moderatelynegative.

d.overwhelming!.inipressive.(moderate)

e.difficulttointerpret.

83.WhichofthefollowingnonverbalbehaviorsdoresearcherswhoaretrainingcharismaticleadersNOT

include?

a.leaningtowardthesubordinate

b.avoidingeyecontact

c.havingrelaxedposture(easy)

d.havinganimatedfacialexpressions

84.leadershipistheabilitytocreateandarticulatearealistic,credible,attractivevisionofthe

futureforanorganizationororganizationalunitthatgrowsoutofandimprovesuponthefuture.

a.Visionary(easy)

b.Charismatic

c.Trait

d.Transactional

e.Informational

85.ThekeypropertiesofavisionincludeallofthefollowingEXCEPTthatthey.

a.arevaluecentered.

b.arerealizable.

c.havesuperiorimagery.

d.ar.easiLachieved.(moderate)

e.arewellarticulated.

86.Whichof(hefollowingisNOTanimportantleadershiproleforteamleaders?

a.liaisonwithexternalconstituencies

b.liaisonwithinternalconstituencies(moderate)

c.troubleshooter

d.conflictmanager

e.coach

CONTEMPORARYISSUESINLEADERSHIP

87.AllofthefollowingaresourcesofpoweridentifiedbyFrenchandRavenEXCEPT:

a.legitimate.

b.status,(easy)

c.expert.

d.coercive.

e.reward.

88.Whichofthefollowing,accordingtoFrenchandRaven,istlietypeofpowerapersonhasasaresultofhis

orherpositionintheformalorganizationalhierarchy?

a.legitimatepower(moderate)

b.coercivepower

c.rewardpower

d.expertpower

e.referentpower

89.Examplesofanorganization'spowerincludeperformanceappraisals,promotions,and

interestingworkassignments.

a.legitimate(moderate)

b.status

c.expert

d.coercive

e.reward

MANAGINGYOURCAREER

90Accordingtotheboxedfeature,^ManagingYourCareer,“whichofthefollowingisNOTmentionedasa

suggestiontoimproveanindividuafspoliticaleffectiveness?

a.Frameargumentsintermsoforganizationalgoals.

b.Gaincontroloforganizationalresources.

c.Mi.wit.everyon.rcgardks.o.th.reputation.(moderate)

d.Bevisible.

e.Developpowerfulallies.

91.isthepowerthatrestsontheleader'sabilitytopunishorcontrol.

a.Rewardpower.

b.Coerciv.power.(moderate)

c.Expertpower.

d.Referentpower.

e.Legitimatepower.

92.Thepowerutilizedwhenabossthreatenstodismissanemployeeifhe/shedoesnotcomplywithademand

is.

a.rewardpower.

b.coerciv.power.(moderate)

c.expertpower.

d.referentpower.

e.legitimatepower.

93.is(hepowertogivepositivebenefitorrewards.

a.Rewar.power.(moderate)

b.Coercivepower.

c.Expertpower.

d.Referentpower.

e.Legitimatepower.

94.Yourfirm'sattorneyhaspowerwhenhegiveslegaladvice.

a.legitimate

b.status

c.expert(moderate)

d.coercive

e.reward

95.isinfluencethat'sbasedonexpertise,specialskills,orknowledge.

a.Rewardpower.

b.Coercivepower.

c.Exper.power.(nioderate)

d.Referentpower.

e.Legitimatepower.

96.Whenayoungchildemulatesaprofessionalsportsstar'sbehavior,thestarhaswhatkindofpoweroverthe

child?

a.legitimate

b.expert

c.coercive

d.referent(difficult)

e.reward

97.isthepowerthatarisesbecauseofapersonsdesirableresourcesorpersonaltraits.

a.Rewardpower.

b.Coercivepower.

c.Expertpower.

d.Referen.power.(moderate)

e.Legitimatepower.

98.Themostdominantcomponentofcredibilityis.

a.expertise.

b.status.

c.authority.

d.honesty.(moderate)

e.charisma.

99.Thedimensionoftrustthatisusedtodescribehonestyandtruthfulnessis.

a.integrity,(easy)

b.competence.

c.consistency.

d.loyalty.

e.openness.

100.Thedimensionoftrustthatisusedtodescribereliability,predictabilityandgoodjudgmentinhandling

situationsistermed.

a.integrity.

b.competence.

c.consistency.(moderate)

d.loyalty.

e.openness.

101.Whichofthefollowingisanaccuratestatementaboutthedifferencesbetweengenderandleadershipstyle?

a.Malesandfemalesdonotusedifferentstyles.

b.Menaremoredemocraticthanwomen.

c.Wome.encourag.mor.participation.(moderate)

d.Mensharepowermorethanwomen.

e.Womenrelyonformalauthoritymorethanmen.

102.Accordingtothetext,womentendtouseleadership,motivatingotherbytransforming

theirself-interestintoorganizationalgoals.

a.transactional

b.transformational(moderate)

c.situational

d.initiating

103.Accordingtothetext,mentendtouse,handingoutrewardsforgoodworkandpunishment

forbad.

a.transactional(moderate)

b.transformational

c.situational

d.initiating

MANAGINGINANE-BUSINESSWORLD

104.WhichofthefollowingisNOTmentionedasoneofthethreedifferencesthatseemtobemostevident

whencomparingleadershipine-businessesversustraditionalorganizations?

a.Th.importanc.o.bcin..specialist.(moderate)

b.Thespeedatwhichdecisionsmustbemade.

c.Theimportanceofbeingflexible.

d.Theneedtocreateavisionofthefuture.

105.Leadersine-businessesfrequentlyusetheterm,whichisareferencetoarapidlyspeeded

upworkingenvironment.

a.turbotime

b.Internettime(easy)

c.speedoflight

d.rapidtime

ScenariosandQuestions

CONTINGENCYTHEORIESOFLEADERSHIP

JackandJill(Scenario)

Jac.Jonc.an.Jil.Smit.ar.bot.manager.a..mcdium-

sizc.mcdica.suppl.firmJac.cmphasize.t.hi.pcopi.tha.th.wor.mus.h.donc.rcoardlcs.o.circumstanccs.an.encouragc.hi.

employee.：.mee.thei.sale.quotas.H.i.generall.liked.bu.becaus.sale.ar.unstructured.sometime.hi.employee.resen.hi.r

athe.heavy-

hande.approach.Jil.ha.trie.har.t.buiL.goo.rappor.wit.he.employee.an.know.eac.o.thei.families.Sh.encourage.he.em

ployee.t.wor.har.bu.t.b.certai.t.tak.tim.fo.themselve.an.thei.families.

106.Fiedler'scontingencymodelwouldclassifyJackasoriented.

a.employee

b.organization

c.task(easy)

d.relationship

e.achievement

107.Fiedler'scontingencymodelwouldclassifyJillasoriented.

a.employee

b.organization

c.task

d.relationship(easy)

e.achievement

108.WhichofthefollowingwouldbeassumedbyFiedler'scontingencymodelabouttheleadershipstylesof

JackandJill.

a.Theleadershipstylescanbeadjustedtofitthesituation.

b.Th.leadershi.style.ar.fixed.regardles.o.th.siluaiion.(moderate)

c.Theleadershipstylescanbechangedwithappropriatetraining.

d.Jack'sstyleiswellsuitedfo